TMC Luxembourg 5 years of growth based on autonomy

TMC Luxembourg is celebrating its five-year anniversary. What does this milestone represent for you?

These past five years mark a defining milestone for TMC Luxembourg. They reflect steady, well-managed growth, both in terms of team expansion and internal organization, as well as the development of a solid commercial strategy, co-built with our clients and our employeneurs.

On a personal level, this milestone reinforces my confidence in the potential of the years ahead. I believe the next five years will be about consolidation and acceleration, with a clear ambition to further differentiate ourselves by strengthening our Employeneurship model, our primary driver of sustainable performance.

Has the Luxembourg market validated your initial expectations?

Overall, yes. Luxembourg is a dynamic market, rich in opportunities and with strong development potential. It provides a favorable environment for ambitious projects, particularly in technology and IT-driven sectors.

That said, certain aspects have proven more complex, such as occasionally long decision-making cycles and a high level of competition. More importantly, building a company for the long term cannot be achieved in five years alone. Markets evolve, expectations shift, and continuous adaptation is essential. These realities are fully part of the local ecosystem and, above all, represent valuable opportunities for learning and growth.

TMC is built on a distinctive model: Employeneurship. How does it fundamentally differ from traditional IT consulting approaches?

Employeneurship stands out first and foremost through the role it assigns to consultants, positioning them as true entrepreneurial professionals. At TMC, it is not about simply moving from one assignment to the next. It is about building long-term partnerships based on transparency, trust, and shared responsibility with clients and with employeneurs.

In practical terms, the model is grounded in a structured entrepreneurial logic. Consultants are organized into autonomous cells that operate as small, accountable business units responsible for their results. Profit sharing enables each employeneur to directly benefit from the value they create, while client relationships are built for the long term, focused on co-creation rather than transactions.

This dynamic is reinforced by dedicated learning and innovation platforms such as YOUniversity, which supports continuous talent development, and the Entrepreneurial Lab, designed as a space for experimentation. It is this overall coherence that makes the model sustainable and truly differentiating.

Many companies claim to promote autonomy and intrapreneurship. Why does it go beyond rhetoric at TMC?

Because autonomy is embedded in the very structure of the organization. Employeneurs do not operate within a traditional hierarchical model; they work within autonomous entrepreneurial cells responsible for their clients, their decisions, and their results. Decisions are made close to the field, making autonomy tangible and ongoing.

This autonomy is strengthened by meaningful value sharing. Consultants are directly connected to the results they help generate, creating a clear link between initiative, responsibility, and recognition. The employeneur status fully embodies this philosophy: each individual is the driver of their own trajectory, encouraged to develop expertise, launch projects, or explore activities beyond their assignments.

Finally, this autonomy is actively supported. TMC invests heavily in training, coaching, and the freedom to experiment, with an explicit acknowledgment that learning often includes the right to make mistakes. Even in times of uncertainty, the company chooses to preserve this decentralized model, viewing it as a source of innovation rather than a risk to be controlled.

Is this model suitable for every profile?

No, and that is intentional. Employeneurship requires a certain level of maturity and an entrepreneurial mindset. It calls for autonomy, the ability to make decisions, manage client relationships, and take full ownership of the outcomes of those decisions. Profiles that rely heavily on a strict hierarchical framework may feel less comfortable in this environment.

The model also demands a strong results orientation and a willingness to embrace calculated risk, as each employeneur is directly involved in the performance of their cell. Curiosity, continuous learning, transparency, and a collaborative mindset are essential. Employeneurship works particularly well for responsible, engaged, and impact-driven professionals, those who can combine individual initiative with collective intelligence.

How does this model influence the client relationship, and as Sales Director, what is your vision for the next five years?

The model implemented at TMC fundamentally transforms the client relationship. Projects are built as true entrepreneurial partnerships, led by autonomous teams accountable for delivering results. This makes commercial commitments more credible, decision-making faster, and projects more agile. The approach is clearly long-term oriented: the client’s success takes precedence over simply closing a contract.

Looking ahead five years, I would like TMC Luxembourg to be recognized as a leading player, one that successfully combines innovation, technical expertise, and team autonomy while ensuring sustainable commercial growth. My role is to support and accelerate this momentum by translating expertise and innovation into high-value propositions, and by strengthening client relationships built on co-creation, trust, and measurable value creation.